Have you ever gotten really excited about reading or writing a business plan? You might have started out excited, but I’m going to bet you didn’t stay that way. Let’s be honest- business plans are boring and mostly ignored.
The beauty of the one-page Business Model Canvas is that it drives meaningful focus. It helps us organize our ideas and have better discussions by forcing specificity and bringing linkages between key business drivers to the foreground. Innovation requires one hand being very focused on a fundamental need or problem while the other hand quickly tests different solutions. For this, the Business Model Canvas is very innovation friendly: It's a lot easier to tweak the model and try things with something that's sitting on a single page
In this course, you’ll learn key tools from the worlds of design thinking and Lean Startup to approach the Canvas with thoughtfulness, focus, and above all a test-driven approach to business model innovation.

审阅

AB

The information is really well structured and easy to follow. It doesn't live anything unclear and it's all actionable content.

MK

Oct 11, 2018

Filled StarFilled StarFilled StarFilled StarFilled Star

It gave a very practical approach for establishing business models with clear understanding of each and every stage.

从本节课中

How do you focus your capabilities and organization to maximize profitability?

How do you develop the team(s) and capabilities you need to find your next big thing? And then scale it before your competition catches up? This week, you’ll learn how to focus your capabilities and assets on delivering to the customer. In particular, we’ll look at three core business model types which have distinct implications for where you should focus your organization with regard to Key Activities, Key Resources, and Key Partners.

教学方

Alex Cowan

脚本

We talked about four things that are really hard about corporate innovation and hopefully you're wondering, "How do I solve these things to keep my company healthy, and profitable, and make it a really cool place to work?" Let me give you a good news first. You've already done some of the hardest work if you've done the things that we worked on in module one about creating a testable product market fit. That's the good news. The even better news is that, here is a tool where you can take those inputs and you'll notice that customer segments is the same as the canvas but instead of propositions, we're going to use problem scenarios. Why is that? What do you remember about learning about problems scenarios that makes you think that might be more innovation friendly? Basically, problems, problem scenarios, jobs to be done, these are fundamental things that have always existed even as solutions change a lot. And so, for innovation, it's better to think about these things and what they actually are, takes us away from the things our world that we're focused on and what we do, and help us engage in the customer's world of what's actually important to them and the way that these disruptors or catalysts are changing the opportunities for customers to have better alternatives. For example, streaming video was the disruptor for Blockbuster video and self-driving cars is the disruptor for basically the whole auto and transport industry, not to mention roads and many other things. And what we're really looking at is what are these things doing to these things and what should our innovation goals be? What are we going to do about these things? And I'm going to show you an example cooped up in a minute and then we look at what are our investment charters? And these we organize around H1, H2 and H3 so that we can translate them over to horizon appropriate metrics here. And what I mean by that is for Horizon 1, we should have some kind of project metric that's in the months not years about what kind of outcome this should return, if we're going to decide to continue and invest in it or call it done. In H2, there should be on the order of a few years of we should start to see this business, start to make money and be on a trajectory to grow into mature into an H1. And for H3s, it depends on where they are. If they're in their early kind of seedling period, we want to run 90 day cycles to just really aggressively look at. Is this an idea that anybody cares about or not? In the case of cooped up, we can see over here that here are their customer segments, people, factories, industrial commercial operations that make poultry, customers that buy it which are a bit like Perdue or somebody like that. Even though they don't sell to these people, these people are really influential, lets say about what these folks do. These new home producers, and then they have channel partners. And these are the fundamental basic jobs of growing, cultivating poultry eggs and meat that exist objectively regardless of cooped up does or does not exist. And these are their big innovation goals. They want to offer a prescriptive analytics service meaning a service where they can say, "Hey, you should feed your chickens a bit more or you should put something in the water fluoride to make their beaks stronger." This is made up. If you're an expert on chickens I guarantee you you're seeing lots of things here that you probably could offer more specific insight into but this is just a general example. They want to earn a number one share in backyard chicken coops because they're interested in doing something for this market, and they're wondering how they're going to, this new buyer is going to relate to all these jobs. And so forth. And they are being disrupted by things like machine learning, changes in trade rules, where let's say lots more poultry is coming from China and this demand for backyard, backyard chicken people creating their own poultry for themselves is a disruptor because now they're creating it for themselves and not buying it from this sort of supply chain that they've historically serviced. We translate this into investment charters. So, an H1 is, we're going to use our new data science team to get better data to focus the sales team on where they should renew contracts. And they should increase leads by 20% in seven months. That's innovation metric. And then, I'm going to skip down to the H3 for contrast. We want to find a product market fit for this backyard chicken coop thing. Big, bold, very somewhat much more obtraco, which is okay for an H3. And we're going to run innovation teams to do design sprints, and act like a startup team, and in 90 day iterations to see if they can find an approach to this that looks like it's making sense. So, that's how you might use this canvas. If you're interested in chartering corporate innovation, the output of this is team charters. If you're firm with agile, this is like an agile team charter that says, here's what problem this team is going to solve, here are the innovation methods they're going to use, and here's the timeframe and the success metrics that we're going to operate against. Not to play the blame game but just to decide if this is a good use of everybody's time or not. There's a few other things here like your key assets, the general vehicles we're going to use to invest in these things like this is a joint venture in China. This is in parentheses because they're thinking maybe they'll buy a backyard chicken coop manufacturer. If you're interested in some of these details, check out the section under resources on corporate innovation.